Configuration and Coordination at Subsidiary Level: Foreign Manufacturing Affiliates in the UK
将Porter的公司层面配置/协调范式扩展到子公司层面，识别出四种子公司战略类型，并通过英国171家外国制造业子公司的调查数据验证了该框架的有效性。
This paper develops Porter's (1986) well‐known configuration/coordination paradigm for strategy at corporate level into a model that may be applied to identify and evaluate strategy at subsidiary level. Four strategy types are identified: detached subsidiary (corresponding to Porter's export‐based corporate strategy), autarchic subsidiary (corresponding to the country‐centred corporate strategy), confederate strategy (corresponding to high foreign investment with extensive coordination), and the strategic auxiliary (purest global strategy). Empirical data were obtained from a postal survey of 500 randomly chosen foreign manufacturing affiliates in the UK, of which 171 responded. The proposed strategy types were identified using cluster analysis and verified using analysis of variance. The four subsidiary strategy types were found to be separated by a number of operational variables including market scope, flows of material inputs and outputs, the nature of manufacturing technology employed and the degree of R&D complexity. The proposed framework was thus found to be useful and robust.